Construction Project Manager

Construction Project Manager, Luxury New Homes

Boulder spec home builder · Full-time · In person, Boulder County · $115,000 to $135,000 per year plus performance bonus

We build high-end spec homes in Boulder, in the $2 million to $7 million range. We have no clients. We pick the lots, design the houses, build them, and sell them. Five homes are under construction, and seven more are in the pipeline. We are hiring a Project Manager to run that program.

The job

You run the program: the schedule, the budget, the trades, and the record of what changed and why, on every house. The result you own is simple to state. Each house finishes on the date and the budget it committed to, and each new house is set up right before the first sub is scheduled. As the seven in the pipeline start, they are yours too.

What makes this seat different from most PM jobs:

• No clients. Nobody changes the plans mid-build, and nobody's budget meeting sets your schedule. Scope, budget, plans, and specs are locked before the first sub is scheduled, and you are part of locking them.

• Real authority. The owner approves vendors and spending above a written limit [amount]. Below it, the call is yours. Once a bid is approved, that is the number, and the owner backs you in holding the sub to it.

• A team around you. Site superintendents are on the houses every day. A construction coordinator keeps the bid and document records. An office manager runs draws and payables. You make the decisions. You are not the one chasing the paperwork.

• A system that already exists. Schedules and daily logs live in JobTread, bids in a register, changes on signed change orders, and the numbers we review come from those systems. You build the baseline for each house, and from there it is yours. You do not need to know our tools (JobTread, Smartsheet, Dropbox, Google Workspace). You do need to have built and kept a schedule in one like them.

• Sixty days, then room. A written scorecard on day one and a lot of the owner's time for the first two months. After that, you run it, and he gets out of your way.

Plan on about half your week walking houses and meeting trades, and half keeping the schedule, the bids, and the numbers current.

What you run

• Pre-construction. Before a house starts, you finish the scope, budget, plans, shop drawings, and specs with the architect, designer, and owner. No sub is scheduled until that is complete.

• The schedule. You build the baseline in JobTread and keep a four-week look-ahead built on dates the trades gave you. The working schedule is yours. Locked milestones move with the owner's sign-off. Nothing moves silently: every change has a logged reason.

• The trades. You walk the scope, negotiate the price, get the schedule commitment, and get the number in writing. The coordinator files the bids and builds the comparison. You pick the vendor and say why. Your superintendents confirm tomorrow's trades by voice by 4:30 each afternoon. By 9:00 the next morning, you know who showed up, and a no-show gets a phone call, not a text.

• The numbers. Every category has an approved bid before that trade mobilizes. Each Friday you state the cost to finish on every open line. You contest a change order with the sub before it reaches the owner, and no changed work starts without a signature.

• Quality at the points that matter. The superintendents watch the work daily. You walk each house on a set weekly route and at every cover-up point, especially before drywall. Nobody is paid in full until the work matches the plans.

• The record. Decisions, field changes, and change orders are logged the day they happen, with the reason and the cost. When the owner asks what changed on a house and why, the answer is in the system.

• Site standards. Deliveries are logged the day they land, a staging spot on every job, a weekly safety talk, and a clean, locked site every night. The superintendents do it. You make sure it happens.

• The Monday meeting. You present the schedule and the numbers for every house from the system.